Why?
 To maximise social good, locally.
 To maintain services or address market
failure.
 To inject enterprise into service delivery.
 To create opportunities for employment.
 To achieve added value.
Five Action Points
 Improving awareness and demonstrating the value
of social enterprise.
 Improve access to procurement and develop new
market opportunities.
 Transfer property assets where evidence indicates
beneficial outcomes for the Council, social
enterprises and neighbourhood areas.
 Improve business support services.
 Address skills shortages in organisations & Boards.
Improving awareness and demonstrating the
value of social enterprise
 Producing the strategy, the approval process.
 Established a Social Enterprise Development Board to oversee
delivery of the Strategy with representatives from DSEN,
Elected Members, Council staff and private sector.
 The Council and DSEN commissioned Social Value Lab to
undertake a mapping exercise of the scale, number, diversity,
financial strength etc of social enterprises in Dundee.
 Meeting with social enterprises who do not know that they
are.
 Commitment to hold a biennial social enterprise conference,
today’s is the first.
Improve access to procurement contracts to develop
new market opportunities
 Using Dovetail and Clean Close Co to provide
furniture and carpets to Scottish Welfare Fund
beneficiaries.
 Holding workshops with key delivery partners and
Council staff.
 DCC Procurement staff working with DSEN and
Council’s Social Work :
 Reshaping Care for Older People;
 Integration of Health & Social Care ;
 Meet the buyers events.
Transfer property assets where evidence indicates beneficial
outcomes for the Council, social enterprises and neighbourhoods
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Development of a Community Asset Transfer Strategy.
Strategy launched Feb 2014.
List of 19 surplus property assets released.
Community Asset Transfer Group established to
develop the policy and framework for applications and
transfer process.
 Support post created to guide applicants.
 Currently notes of interest for 15 properties and the
first asset transfer(s) should be completed by the year
end.
Review current business support structure and align business
support services to provide pre-start, start-up and business
planning advice
 Strengthen links with DSEN eg 3 DSEN members on Social
Enterprise Development Board & 1 on Community Asset
Transfer Group.
 Align services of E-Zone (Council Business Support
project) to support DSEN clients.
 Council support for developments eg social enterprise
nurseries
 Dundee Transport Forum –Council Transport section
working with DSEN to increase provision of sustainable
transport services
Address skills shortages in
organisations & Boards
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The Council is a partner in the Dundee SE Hub
which will identify opportunities for private
sector businesses to engage in business
support and mentoring for social enterprises
Our strategy recognises the difficulty of
recruiting to Boards
Discussion on how the Council can fulfil its
CSR objectives by allowing staff to sit on
Boards to support Social Enterprise
Development.
So how do we assess progress?
 Most of the activity in the sector is still public
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sector/service focused.
The scale, capacity and strength of organisations in the
sector is variable.
Social objectives are not a guarantee of quality and
enterprise objectives are not a guarantee of best value.
The profile of Social Enterprise in Dundee is far higher
than three years ago.
The last couple of years has been about building
relationships and increasing understanding.
We have come a long way together, but there is still much
work to be done.